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L71 Management Information System

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L71 Management Information System

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Course Code: L71
University: Edith Cowan University

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Country: Australia


This assessment will assess the students understanding of the theoretical learning to practical, real world situations. This is a great opportunity for the students to develop a proposal to demonstrate their awareness of:  

the complexity of the managerial role;
the reliance of a manager on other people, both inside and outside the organization, and
The necessary interaction of both informal/interpersonal factors and formal/organizational factors in fulfilling organizational purposes.

Instructions “The manager’s job in context” is an individual assignment. You are to propose your own job analysis based on the following:  

Undertake an analysis of your own job and its context.
If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyze your own job, you may choose instead the job of another individual who agrees to be the focus of this assignment (current job). Your lecturer must approve your choice.  
Alternatively, you may discuss with your lecturer/tutor the possibility of analyzing a position you have held in the past.
You may change (or withhold) the names of people or organizations, if you believe anonymity is required.

Complete the following requirements:

Briefly describe the actual requirements of the job. Include formal requirements (such as those that may be detailed in a position/job description), and less formal requirements (for example, particular personality characteristics you think are important).
Identify (list) other individuals or groups from inside and/or outside the organization with whom you interact who are important to your job. These could include your staff (perhaps of various categories), your supervisor, peers, clients/customers, suppliers, regulators and so on. Specify THE PEOPLE, not just the organization or department, for example, ‘Sonia Mirza, Finance Manager’, ‘Type-setters in the Printing Department’ or ‘Receptionists, Department of Foreign Affairs’ (not just ‘Printing Department’ or ‘Department of Foreign Affairs’).
Describe the principle characteristics of these individuals or groups, particularly those characteristics that impact on their interaction with you. If your list is lengthy, select those five or six individuals or groups who are the most important, who are critical to your ability to fulfill the requirements of your job (this description should include such things as formal organizational position, demographics such as age or gender, personality, or pattern of interaction with you).If you have only identified people inside your own organization, you should briefly explain why people outside your organization have not been considered.
Describe the nature of the interdependency that exists between you and these critical groups or individuals. That is: in what way do you rely on each other? What do you expect from these groups and individuals? What do they expect from you? You may wish to include formal concepts of interdependence (e.g. pooled/sequential/reciprocal) in your analysis, but only do so if it enhances your analysis.
Include a diagrammatic representation of these interdependencies. Note this should not be presented as an organizational chart. A typical format for this diagram would consist of you as the focus or centre with the groups and individuals with whom you interact arranged around you. You are welcome to supply an organizational chart in addition as an attachment.
Evaluate the interdependent group (that is, the virtual network your diagram represents: yourself and the groups or individuals with whom you must interact) in terms of its effectiveness and efficiency and the satisfaction of those concerned.
Make recommendations for enhancing the effectiveness, efficiency and satisfaction of the interdependent group. These recommendations could include such things as the redesign of the structure and work routines of your department or organization, or preferred changes in the external environment, such as government regulation or changes in other organizations. Please note: you are not being asked to simply evaluate your managerial style or the effectiveness of your department or organization.


Job analysis of a process to find and to evaluate the requirements, duties and responsibilities associated with a particular job. It also includes identifying the appropriateness and importance of these duties. This report is related to the analysis of y current job profile of a Human Resource Manager working in the retail industry (Edien, 2015). The report is related to my current job responsibilities and describes the conditions which I have to face at the time of working in the organization as a HR manager.
Requirements of the Job
For this position of the human resource manager, an individual is required to have at least a bachelor’s degree. The Society of Human Resource Management recommends having a degree that includes the knowledge of economics, maths, business, social and behavioural sciences. The organization prefers to have an advanced degree like Master of Business Administration with the main concentration on HR or a master’s degree in organizational behaviour, organizational psychology, human resource management and organizational development (Siddique, 2004).
The company always prefers to hire a HR manager who is certified as a Global professional in HR or Senior Professional in HR.
The company focuses on the individuals having 8-10 years’ experience at the same or lower profile. The extensive knowledge of all areas of managing human resources in practicality is also a major requirement for this profile.
Information about Human Rights
The HR manager is required to have information about the human rights and labour Laws while working in an organization and should always be updated about the changing laws. The main responsibility main responsibility of a human resource manager is to protect the human resources from any kind of harassment and use their skills for achieving the organizational objectives (Murthy, 2012).
Group of Individuals
The HR manager needs to coordinate and manage all the human resources of the company and thus there are many inside and outside groups and individuals, to whom I need to coordinate time to time as per the requirements of my job. Some of those most important individuals and groups are as follows:

HR Director, Department of Human Resource Management
Finance Manager, Department of Financial Management
Marketing Manager, Marketing Department
HR Executives, Department of Human Resource Management
Operations Manager, Operations Department
Board of Directors of the Organization
New and existing employees from all departments (Navaz et al., 2013)

Characteristics of Individuals and Groups
Quick decisions
This is the characteristic of the manager of the operations department. He generally makes the decision at the end time and always in hurry. Sometime, it is resulting in the selection of the wrong candidate at the time of immediate communication about the immediate requirement in the operations department.
It is the main characteristic of the marketing department where all the employees are from different backgrounds and religions. This helps in handling the different type of customers by the department but for the human resource department, sometimes it becomes difficult to manage them with the same rules and regulations (Zubair & Khan, 2014).
Communication Practices
It is the main reason because of which most of the decisions related to the employees gets late which results in the employee dissatisfaction. There are no arrangements of monthly meetings or discussions so that every individual group may interact with each other to find out the area where performance in lacking behind.
Strong communication
It the main characteristic of the finance that helps the HR department to work as per the quota decided by the finance manager. This also enables the employees to get their salaries on time because of the strong and immediate communication system between HR and Finance department (Mwangi & Kiambati, 2015).
The main characteristic that is found in most of the candidate is their attitude towards the job. They do not think about the organizational goals of the duties for which they are applying. They just want to be hired and it increases the chances if attrition as when they are not capable to perform, then they switch to any other organization.
HR Director
As an HR manager, I need to report to the HR director about the day to day functions and the activities of the HR department. On the basis of such report, the HR director decides the next step that is to be taken to improve the effectiveness of work and to increase the capability of existing human resources in order to achieve the organizational goals (GABCANOVA, 2011).
Finance Manager
Before starting any new recruitment process, I need to consider with the finance manager to know the cost of recruitment and then to evaluate the overall benefits. Finance manager estimates the amount of increment and bonus after considering the future impact of such implication with the human resource department (Parameswari & Yugandhar, 2015).
Marketing Manager
Selection of the right candidate to attract the customers is the main responsibility of HR department which is to be performed after discussion with the manager of the marketing department as he tells the actual requirements of the candidates and then the HR team hire candidates accordingly (Devi & Srinivasan, 2015).
As an HR manager, I need to meet the selected candidates for the final approval of selection. This is an important stage of meeting as at this stage the salaries are discussed and the intentions of employees are well-evaluated to know their future plans related to the job.
Operations Manager
The operations manager helps me to arrange the proper training and development programs for the new employees as well as the existing and promoted employees. The operations department also shares the data on the performance of the employees so that bonus. Incentive and increment percentage can be decided in an appropriate manner.
HR Executives
The HR executives are the members of my team to whom I need to coordinate for each and every function related to the management of the human resources of the company. I need to decide jibs and responsibilities of each of the executives and then to take feedback about if they are facing any problem in handling the same (Abou-Moghli & Rumman, 2012).
Evaluation of Interdependency
The interdependency shown in above diagram helps the organization to achieve the profitability and success in long run. The need for finance, operations and marketing department regarding human resources is being fulfilled by the human resource department of the company. In the entire process, the main role and responsibilities are performed by th person designated as Human Resource Manager.
If HR manager does not consult the finance manager about the budget available for recruiting the new employees or to distribute dividend among the employees, then it may lead to conflict between the employees and the management (Jiang, 2009).
Similarly, if the marketing manager does not reveal the required qualities for sales employees then it would be difficult for the Human resource manager to give the instruction about the recruitment. But, the operations manager of my organization is a responsible person and coordinates with me and my team in a very well manner.
All the organizational activities are performed with the help of human resources and thus coordination with the HR manager and the department is required to perform all the activities in an efficient manner.
It can be said that reciprocal dependency is existed among all the groups of the organization as all are dependent on each other for the purpose of their day to day functions and activities.
On the basis of the above discussion, the following recommendations can be provided that can be considered by the company to increase the efficiency of the interdependent groups:

All the groups and departments are required to focus on the overall growth of the organization instead of focusing on the individual growth of a person or a department.
All the groups should help in executing the policies related to the management of human resources and thus to reduce the problems of employees.
The weekly and monthly meeting should be organized with all the managers to discuss the functioning of all the departments and then find out the area of improvement with the help and support of each other.
The concerned groups and departments should control the measures that are working as hindrances in the work of the HR manager and executives (Rasca & Deaconu, 2015).

On the basis of above discussion, it can be concluded that being an HR manager, I need the support from all the departments and their style of work affect the activities and functions of the performance of the whole human resource department. The evaluation of interdependencies has been described along with the diagrammatic representation. In the end, recommendations have also been providing that can be used by the company to increase the effects and manner of above mentioned dependencies.
Abou-Moghli, A.A. & Rumman, A.H.A., 2012. Influential Relationship Between Human Resources Management Practices (HRMP) and Organizational Performance: A Study on Five-Star Hotels in Jordan. American Academic & Scholarly Research Journal , 4(5), pp.1-9.
Devi, A.R. & Srinivasan, J., 2015. Role of HR in Marketing: (A Review). International Journal of Latest Trends in Engineering and Technology, 8(1), pp.90-96.
Edien, A.G.A., 2015. Effects of Job Analysis on Personnel Innovation. International Journal of Business and Management Invention, 4(10), pp.9-18.
GABCANOVA, I., 2011. The Employees – The Most Important Asset. Human Resources Management & Ergonomics , 5(1), pp.1-12.
Jiang, X., 2009. Strategic Management for Main Fubctional Areas in an Organization. International Journal of Business and Management, 4(2), pp.153-57.
Murthy, N., 2012. Accountability of any personnel manager. International Journal of Marketing and Technology, 2(9), pp.60-74.
Mwangi, W.B. & Kiambati, , 2015. Global Journal of Management and Business Research: A Administration and Management. Integrating Human Resource Management Organizational Strategies, 15(7), pp.27-32.
Navaz, A.S., Fiaz, A.S., Prabhadevi, C., Sangeetha, V. and Gopalakrishnan, S., 2013. Human Resource Management System. IOSR Journal of Computer Engineering, 8(4), pp.62-71.
Parameswari, B.N. & Yugandhar, V., 2015. The Role of Human Resource Management in Organizations. International Journal of Engineering Technology, Management and Applied Sciences, 3(7), pp.58-63.
Rasca, L. & Deaconu, , 2015. Human Resources Management Practices and Learning Organizational Culture- A New Perspective. [Online] Available at: https://conferinta.management.ase.ro/archives/2015/pdf/71.pdf [Accessed 29 August 2018].
Siddique, C.M., 2004. Job analysis: a strategic human resource management. The International Journal of Human Resource, 15(1), pp.219-44.
Zubair, S.S. & Khan, A., 2014. Job Analysis and Performance Management in Pakistan Army: A Strategic Human Resource Management Perspective. Information and Knowledge Management, 4(10), pp.51-58.

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